Pheromones and Other Stimuli We Humans Don't Get, with E.O. Wilson

Biologist Edward O. Wilson takes us through several natural stimuli that humans don't understand yet are used by various animals to navigate and communicate within communities.

E.O. Wilson: We know less and we understand less of the world around us than any person who doesn't know the evidence can even imagine. We live entirely within a microscopic section of the stimuli that are possible and that flood in on us all the time. Let me give you an example. We think we see everything but we only see the electromagnetic radiation across almost literally relatively a microscopic section of the entire spectrum, you know, running from ultra low frequency radiation to gamma radiation, this vast array we read, we get and we can understand only a tiny, tiny fraction. We're not aware of that. Other animals in the world can read infrared and others can't see red, and some move primarily directed by ultraviolet and so on and we don't know exactly what else is out there. We know that a number of organisms use echolocation; bats are the familiar example. Others echolocate with electrical impulses. They broadcast from their bodies like electric fish and electric eels. We have no sense of that whatsoever and yet bats, for example, can maneuver with fantastic speed and accuracy just using echo locations from their own voices.

 

But that's just the beginning. We are completely ignorant or unknowing except when we discover it by instruments of the magnetic field of the earth. Birds migrate with it. Many species do.  The entire world of electrical perception. We sense electricity or electric flow only by maybe a sound that it creates or a strange sense of vibration in comfort. Other organisms use it all the time. But most important of all is that we are among the few creatures in the world that live in a primarily audio/visual world. Birds are another example. That's why we love them so perhaps, part of the reason we love them so because they're using the same channels we are. And humans, when you think about it, communicate and they see and they understand almost entirely with hearing and sight. We are miserable when it comes to taste and smell. And I don't care how exquisite the finest restaurants and cuisines of New York's restaurants, we still only sense a tiny fraction of what most of the animal world is sensing.

 

They live by pheromones. It means that they communicate by chemical smell and taste and they can communicate in a complex manner in this way. For example, in my work, which I began in the late '50s with natural products chemists, I and others found out that ants are communicating by pheromones and that actually they have, according to species, ten to 20 substances that they use to smell and taste in organizing their society. We have no sense of that whatsoever, you know, no way of knowing what they're doing. We just see them running around; they look like they're little particles in brownian movement or forming lines and so on. With those ten to 20 pheromones they use they can vary meaning greatly by how much of the pheromone they release. Sometimes they release it only in billionths of a gram to send a signal, by the context, I mean where it's released and in what social situation gives another meaning, and in combinations, so it's almost like sentences being formed.

 

An ant that's leaving the nest and is alarmed can release different concentrations that communicate what we would call words: pay attention, pay attention, attention, attention; come in this direction; a problem, a problem; a situation; opportunity; come. And then when it gets to a high concentration, if it's one of their alarm substances it is attack, attack, attack, anything that moves that does not have the colony smell then oh, it's a worker coming home with a rescued larva, step aside, step aside; help clean it; help clean it. It just goes on forever. But the point is that there are worlds out there from bacteria to social insects and onto the mammals, many of the mammals that are operating with pheromones and we have only the barest understanding ourselves. And we've done it through natural products, chemistry and experiments of just what all these creatures are saying to each other. We live, all the time, especially in nature, in great clouds of pheromones. They're coming out in spumes in millionths of a gram that can travel for maybe a kilometer before they attract individuals in; alarm substances; the scent of predators and the scent for the predator, of prey at extremely low levels. And since there are so many species living together in a natural system, for example, 18,000 species live together we now know in the Smoky Mountain National Park of plants and animals and bacteria and so on. We're just beginning to understand how the natural world works. And a large part of it is that it lives in another world from the one we do, the pheromone world.




Directed/Produced by Jonathan Fowler, Elizabeth Rodd, and Dillon Fitton


 

 

Biologist Edward O. Wilson takes us through several natural stimuli that humans don't understand yet are used by various animals to navigate and communicate within communities. Examples include infrared sensing, echolocation, electrical perception, and pheromones. As the world's leading expert on ants, Wilson explains how entire colonies structure their societies around the sense of smell and taste via pheromones.

Hack your brain for better problem solving

Tips from neuroscience and psychology can make you an expert thinker.

Credit: Olav Ahrens Røtne via Unsplash
Mind & Brain

This article was originally published on Big Think Edge.

Problem-solving skills are in demand. Every job posting lists them under must-have qualifications, and every job candidate claims to possess them, par excellence. Young entrepreneurs make solutions to social and global problems the heart of their mission statements, while parents and teachers push for curricula that encourage critical-thinking methods beyond solving for x.

It's ironic then that we continue to cultivate habits that stunt our ability to solve problems. Take, for example, the modern expectation to be "always on." We push ourselves to always be working, always be producing, always be parenting, always be promoting, always be socializing, always be in the know, always be available, always be doing. It's too much, and when things are always on all the time, we deplete the mental resources we need to truly engage with challenges.

If we're serious about solving problems, at work and in our personal lives, then we need to become more adept at tuning out so we can hone in.

Solve problems with others (occasionally)

A side effect of being always on is that we are rarely alone. We're connected through the ceaseless chirps of friends texting, social media buzzing, and colleagues pinging us for advice everywhere we go. In some ways, this is a boon. Modern technologies mediate near endless opportunities for collective learning and social problem-solving. Yet, such cooperation has its limits according to a 2018 study out of Harvard Business School.

In the study, participants were divided into three group types and asked to solve traveling salesman problems. The first group type had to work on the problems individually. The second group type exchanged notes after every round of problem-solving while the third collaborated after every three rounds.

The researchers found that lone problem-solvers invented a diverse range of potential solutions. However, their solutions varied wildly in quality, with some being true light bulb moments and others burnt-out duds. Conversely, the always-on group took advantage of their collective learning to tackle more complex problems more effectively. But social influence often led these groups to prematurely converge around a single idea and abandon potentially brilliant outliers.

It was the intermittent collaborators who landed on the Goldilocks strategy. By interacting less frequently, individual group members had more time to nurture their ideas so the best could shine. But when they gathered together, the group managed to improve the overall quality of their solutions thanks to collective learning.

In presenting their work, the study's authors question the value of always-on culture—especially our submissiveness to intrusions. "As we replace those sorts of intermittent cycles with always-on technologies, we might be diminishing our capacity to solve problems well," Ethan Bernstein, an associate professor at Harvard Business School and one of the study's authors, said in a press release.

These findings suggest we should schedule time to ruminate with our inner geniuses and consult the wisdom of the crowd. Rather than dividing our day between productivity output and group problem-solving sessions, we must also create space to focus on problems in isolation. This strategy provides the best of both worlds. It allows us to formulate our ideas before social pressure can push us to abandon them. But it doesn't preclude the group knowledge required to refine those ideas.

And the more distractions you can block out or turn off, the more working memory you'll have to direct at the problem.

A problem-solving booster

The next step is to dedicate time to not dealing with problems. Counterintuitive as it may seem, setting a troublesome task aside and letting your subconscious take a crack at it improves your conscious efforts later.

How should we fill these down hours? That's up to you, but research has shown time and again that healthier habits produce hardier minds. This is especially true regarding executive functions—a catchall term that includes a person's ability to self-control, meet goals, think flexibly, and, yes, solve problems.

"Exercisers outperform couch potatoes in tests that measure long-term memory, reasoning, attention, problem-solving, even so-called fluid-intelligence tasks. These tasks test the ability to reason quickly and think abstractly, improvising off previously learned material to solve a new problem. Essentially, exercise improves a whole host of abilities prized in the classroom and at work," writes John Medina, a developmental molecular biologist at the University of Washington.

One such study, published in the Frontiers in Neuroscience, analyzed data collected from more than 4,000 British adults. After controlling for variables, it found a bidirectional relationship between exercise and higher levels of executive function over time. Another study, this one published in the Frontiers in Aging Neuroscience, compared fitness data from 128 adults with brain scans taken as they were dual-tasking. Its findings showed regular exercisers sported more active executive regions.

Research also demonstrates a link between problem-solving, healthy diets, and proper sleep habits. Taken altogether, these lifestyle choices also help people manage their stress—which is known to impair problem-solving and creativity.

Of course, it can be difficult to untangle the complex relationship between cause and effect. Do people with healthy life habits naturally enjoy strong executive functions? Or do those habits bolster their mental fitness throughout their lives?

That's not an easy question to answer, but the Frontiers in Neuroscience study researchers hypothesize that it's a positive feedback loop. They posit that good sleep, nutritious food, and regular exercise fortify our executive functions. In turn, more potent executive decisions invigorate healthier life choices. And those healthy life choices—you see where this is going.

And while life choices are ultimately up to individuals, organizations have a supportive role to play. They can foster cultures that protect off-hours for relaxing, incentivize healthier habits with PTO, and prompt workers to take time for exercise beyond the usual keyboard calisthenics.

Nor would such initiatives be entirely selfless. They come with the added benefit of boosting a workforce's collective problem-solving capabilities.

Live and learn and learn some more

Another advantage of tuning out is the advantage to pursue life-long learning opportunities. People who engage in creative or problem-solving activities in their downtime—think playing music, puzzles, and even board games—show improved executive functions and mental acuity as they age. In other words, by learning to enjoy the act of problem-solving, you may enhance your ability to do so.

Similarly, lifelong learners are often interdisciplinary thinkers. By diving into various subjects, they can come to understand the nuances of different skills and bodies of knowledge to see when ideas from one field may provide a solution to a problem in another. That doesn't mean lifelong learners must become experts in every discipline. On the contrary, they are far more likely to understand where the limits of their knowledge lie. But those self-perceived horizons can also provide insight into where collaboration is necessary and when to follow someone else's lead.

In this way, lifelong learning can be key to problem-solving in both business and our personal lives. It pushes us toward self-improvement, gives us an understanding of how things work, hints at what's possible, and, above all, gives us permission to tune out and focus on what matters.

Cultivate lifelong learning at your organization with lessons 'For Business' from Big Think Edge. At Edge, more than 350 experts, academics, and entrepreneurs come together to teach essential skills in career development and lifelong learning. Heighten your problem-solving aptitude with lessons such as:

  • Make Room for Innovation: Key Characteristics of Innovative Companies, with Lisa Bodell, Founder and CEO, FutureThink, and Author, Why Simple Wins
  • Use Design Thinking: An Alternative Approach to Tackling the World's Greatest Problems, with Tim Brown, CEO and President, IDEO
  • The Power of Onlyness: Give Your People Permission to Co-Create the Future, with Nilofer Merchant, Marketing Expert and Author, The Power of Onlyness
  • How to Build a Talent-First Organization: Put People Before Numbers, with Ram Charan, Business Consultant
  • The Science of Successful Things: Case Studies in Product Hits and Flops, with Derek Thompson, Senior Editor, The Atlantic, and Author, Hit Makers

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How AI learned to paint like Rembrandt

The Rijksmuseum employed an AI to repaint lost parts of Rembrandt's "The Night Watch." Here's how they did it.

Credit: Courtesy of Robert Erdmann / Rijksmuseum
Culture & Religion
  • In 1715, Amsterdam's Town Hall sliced off all four outer edges of Rembrandt's priceless masterpiece so that it would fit on a wall.
  • Neural networks were used to fill in the missing pieces.
  • An unprecedented collaboration between man and machine is now on display at the Rijksmuseum.
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CRISPR therapy cures first genetic disorder inside the body

It marks a breakthrough in using gene editing to treat diseases.

Credit: National Cancer Institute via Unsplash
Technology & Innovation

This article was originally published by our sister site, Freethink.

For the first time, researchers appear to have effectively treated a genetic disorder by directly injecting a CRISPR therapy into patients' bloodstreams — overcoming one of the biggest hurdles to curing diseases with the gene editing technology.

The therapy appears to be astonishingly effective, editing nearly every cell in the liver to stop a disease-causing mutation.

The challenge: CRISPR gives us the ability to correct genetic mutations, and given that such mutations are responsible for more than 6,000 human diseases, the tech has the potential to dramatically improve human health.

One way to use CRISPR to treat diseases is to remove affected cells from a patient, edit out the mutation in the lab, and place the cells back in the body to replicate — that's how one team functionally cured people with the blood disorder sickle cell anemia, editing and then infusing bone marrow cells.

Bone marrow is a special case, though, and many mutations cause disease in organs that are harder to fix.

Another option is to insert the CRISPR system itself into the body so that it can make edits directly in the affected organs (that's only been attempted once, in an ongoing study in which people had a CRISPR therapy injected into their eyes to treat a rare vision disorder).

Injecting a CRISPR therapy right into the bloodstream has been a problem, though, because the therapy has to find the right cells to edit. An inherited mutation will be in the DNA of every cell of your body, but if it only causes disease in the liver, you don't want your therapy being used up in the pancreas or kidneys.

A new CRISPR therapy: Now, researchers from Intellia Therapeutics and Regeneron Pharmaceuticals have demonstrated for the first time that a CRISPR therapy delivered into the bloodstream can travel to desired tissues to make edits.

We can overcome one of the biggest challenges with applying CRISPR clinically.

—JENNIFER DOUDNA

"This is a major milestone for patients," Jennifer Doudna, co-developer of CRISPR, who wasn't involved in the trial, told NPR.

"While these are early data, they show us that we can overcome one of the biggest challenges with applying CRISPR clinically so far, which is being able to deliver it systemically and get it to the right place," she continued.

What they did: During a phase 1 clinical trial, Intellia researchers injected a CRISPR therapy dubbed NTLA-2001 into the bloodstreams of six people with a rare, potentially fatal genetic disorder called transthyretin amyloidosis.

The livers of people with transthyretin amyloidosis produce a destructive protein, and the CRISPR therapy was designed to target the gene that makes the protein and halt its production. After just one injection of NTLA-2001, the three patients given a higher dose saw their levels of the protein drop by 80% to 96%.

A better option: The CRISPR therapy produced only mild adverse effects and did lower the protein levels, but we don't know yet if the effect will be permanent. It'll also be a few months before we know if the therapy can alleviate the symptoms of transthyretin amyloidosis.

This is a wonderful day for the future of gene-editing as a medicine.

—FYODOR URNOV

If everything goes as hoped, though, NTLA-2001 could one day offer a better treatment option for transthyretin amyloidosis than a currently approved medication, patisiran, which only reduces toxic protein levels by 81% and must be injected regularly.

Looking ahead: Even more exciting than NTLA-2001's potential impact on transthyretin amyloidosis, though, is the knowledge that we may be able to use CRISPR injections to treat other genetic disorders that are difficult to target directly, such as heart or brain diseases.

"This is a wonderful day for the future of gene-editing as a medicine," Fyodor Urnov, a UC Berkeley professor of genetics, who wasn't involved in the trial, told NPR. "We as a species are watching this remarkable new show called: our gene-edited future."

Pragmatism: How Americans define truth

If something is "true," it needs to be shown to work in the real world.

Credit: Gene Gallin via Unsplash
Culture & Religion
  • Pragmatism is an American philosophical movement that originated as a rebuke to abstract European philosophy.
  • The pragmatic theory of truth argues that truth and reality only can be understood in their relation to how things work in the real world.
  • The trouble is that the theory devalues the term "truth," such that it only applies to one particular moment in time. But Charles Sanders Peirce offers a clever way out.
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